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need to prescribe help for those co-occurring problems (see 5). Generally speaking, treating these problems takes precedent over what I call qualityof-life problems (the fourth tier), because issues directly related to drug use may prevent improvement in quality of life. As when one is walking up a staircase and must logically climb the lower steps before climbing the ones above it, many of the problems associated with drug use must be tackled before progress can be made on quality-of-life issues not directly related to drug use. Finally, addressing these quality-of-life issues is the icing on the cake, and therefore should be prioritized low on the treatment plan. An example of such a targeted behavior in the fourth tier might be something like vocational retraining if the client is already employed but dissatisfied, or perhaps something related to changing personal values or reaching for dreams. Quality-of-life changes are more like a wish list: problems that are not critical to address in the short term but are important long-term goals for the client. Addressing these types of problems often occurs much later in therapy or perhaps even in aftercare (see 6). The therapist may suggest resources later in treatment to reach those goals, but achieving them during the scope of treatment is unlikely. The hope is that the client can take the lead on tackling these types of problems since they may represent a slow, long-term personal journey toward change. You might have noticed that the ranking of these problems moves along three different continua. The first continuum represents the level of threat to the client, with threats to life and treatment being the most severe and therefore the most important to address, and quality-of-life concerns not being necessarily threatening but more desirable to achieve. The second continuum represents the

Damage con nement is needed in fault tolerance because there is typically a time lag between the occurrence of failure and the detection of the associated error During this time lag the failure or the implications of the failure may have spread to other parts of the system; error recovery activities are dangerous without having knowledge about the extent of damage due to a failure As soon as the error detection functionality has declared an error, damage con nement functionality must assess the likely spread of the problem and declare the portion of the system contaminated by the failure The most common approach to damage con nement is to build con nement structures into the system during design Fire walls are designed into the system to limit the spread of failure impacts.

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I believe Franklin s example of the man grinding the ax is analogous to many of us who struggle each day only to find ourselves tired after a few turns of the grindstone. Since our muscles have not been properly conditioned, they quickly grow weary. Since our minds lack the discipline required to mentally persevere, they, too, quickly become fatigued. Let us commit to persevere by fully applying ourselves so that we may attain our goals, lest we find that we, too, have given up the struggle and concluded that a speckled ax was best.

Industr y, Customer, and Competitor Analysis (3 6 pages)

With these predesigned re walls declaring that a failure is limited to a speci c area of the system when an error is declared is possible A more sophisticated approach is to reexamine the ow of data just prior to an error to determine the possible spread of errors due to a failure; this sophisticated approach requires not only that error detection functionality be designed into the system but that functionality to record a time history of data be added so that this information exists when the information is needed Error recovery functionality attempts to correct the error after the error has been declared and the error s extent de ned If the error concerns data in the system, backward recovery is typically employed to reset the data elements to values that were recorded and acceptable at some previous time.

These values may not be correct in the sense that they are the values the system should have generated Rather, these values are acceptable in the sense of type, range, and.

tools at their disposal, assigning probabilities to a risk remains as much an art as a science. The sheer number of possible problems, including those that are intangible and impossible to quantify, requires that a project manager use creativity and intuition as well as knowledge and experience in assessing risks. There is a temptation to flee from the hard work of developing a probability estimate for each risk. Oftentimes the hard data that makes TEAM LinG - Live, Informative, Non-cost and Genuine ! 97

Potential Return minor net gain signi cant return beyond 2nd or 3rd instance of reuse risk reduction and lucrative revenue driver

cost performance trade-off, and test These six types of requirements are condensed into four categories: input/output, technology and system-wide, trade-off, and quali cation (test) From a concurrent engineering perspective each requirements category should be used to address the relevant system (eg, development system, manufacturing system) in each phase of the system s life cycle (development, production, deployment, training, operation and maintenance, re nement and retirement) Table 62 provides examples of various types of requirements; these examples have been collected from a wide variety of sources 1 Input/output requirements: include sets of acceptable inputs and outputs, trajectories of inputs to and outputs from the system, interface constraints imposed by the external systems, and eligibility functions that match system inputs with system outputs for the life-cycle phase of interest Clearly there are a number of requirements in this category during the operations phase of the life cycle.

24 / Financial Instruments: Presentation (IAS 32)

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